SERVICE QUALITY IMPROVEMENT AT THE CONTAINER TERMINAL OF THE PORT OF CASABLANCA. 12 th ASEAN PORT & SHIPPING &12 June, Jakarta, Indonesia

Transcription

1 SERVICE QUALITY IMPROVEMENT AT THE CONTAINER TERMINAL OF THE PORT OF CASABLANCA 12 th ASEAN PORT & SHIPPING &12 June, Jakarta, Indonesia

2 CONTENT Marsa Maroc - Background Main issues causing the port of Casablanca congestion Short and long term remedial actions - Strategic short and long term remedial actions - Immediate short term remedial actions Proposal for immediate actions Marsa Maroc - Improvement of operating performance - Road map to reduce the container dwell time Results

3 CONTENT Marsa Maroc - Background Main issues causing the port of Casablanca congestion Short and long term remedial actions - Strategic short and long term remedial actions - Immediate short term remedial actions Proposal for immediate actions Marsa Maroc - Improvement of operating performance - Road map to reduce the container dwell time Results

4 Marsa Maroc at a Glance-The leading Moroccan port operator Revenues: Employees: Total Assets: US$ Headcount Multi-site presence: Number of ports Casablanca Port: Market share US$ 70 Millions 530 Millions % RO-RO& Passengers Containers Dry & liquid Bulk General Cargo Multi-users Terminals treating 36 MT of a wide range of businesses in 4 areas offering a global capacity of : 20 MT in solid bulk; 20 MT liquid Bulk; 10 MT General cargo; new cars; TEUs (gateway); TEUs (transshipment): under construction

5 Overview of Marsa Maroc A various kinds of traffic Container Ro-Ro TEU vehicles General cargo Dry Bulk 9 MT 4 MT Liquid Bulk 13,6 MT

6 Main Development projects Marsa Maroc got a foothold in the port of Tangier Med The Transshipment Container Terminal 4: A capacity of TEUs; m quay with a depth of 16 m; 54 hectares of land; Scheduled to start operations in the 2nd half of an initial investment of 200 million Euros

7 Marsa Maroc obtained a new concession in Casablanca The Container Terminal 3: A capacity of TEUs; 600 m quay length with a depth of 14 m; 30 hectares of land; Main Development projects Scheduled to start operations in the 2nd half of an initial investment of 200 million Euros

8 Casablanca container terminal layout : TC1 TC3 Marsa Maroc Terminal; 65% of MS; 600 m of quay. New concession for Marsa Maroc; Kick of in 2015; 600 m of quay. 12 m of drought 5 vessels position. 60 Ha of area. 12 m of drought. 5 vessels position. 30 Ha of area Global capacity of TEUs (Gateway); 8

9 CONTENT Marsa Maroc - Background Main issues causing the port of Casablanca congestion Short and long term remedial actions - Strategic short and long term remedial actions - Immediate short term remedial actions Proposal for immediate actions Marsa Maroc - Improvement of operating performance - Road map to reduce the container dwell time Results

10 MAIN FACTORS Context factors Traffic growth Container traffic expansion growth of 20% in 2007 compared to 9% in Increase in average cargo per ship by 30% between 2006 and Storage space and equipment Lack of storage facilities to handle the increased demand Insufficient amount of required equipment (straddle -carriers, trailers, etc ). Organizational factors Inadequate communication network Administrative control inside the terminal Complex communication network requiring a large number of intervening players (importers / exporters, maritime agents, bankers, administrators, customs officers,etc.). Delay caused by the complex network of customs, office control and other organizations intervening in the port. Capacity / performance Of Marsa Maroc Reduction of the capacity and operations performance of Marsa Maroc.

11 MAIN FACTORS 1. Container Dwell Time Imported container dwell time averaged about days in 2007; Average time for truck delivery was about 100 minutes instead of 30 minutes in normal situation; Average stacking height was 2.6, keeping in mind that the terminal capacity was 2.8; m i n u t e s Delivery Waiting Time

12 MAIN FACTORS 2. Low quay productivity: Vessels handling productivity was very low : 14 moves / hr instead of 27 moves / hr in normal situations PRODUCTIVITY (moves/hr)

13 MAIN FACTORS 3. Vessel waiting times in harbor Vessel waiting times in harbor was extremely high, reaching a high of 57 hours per ship; h o u r s Vessel waiting time IN HARBOR PER SHIP

14 CONTENT Marsa Maroc - Background Main issues causing the port of Casablanca congestion Short and long term remedial actions - Strategic short and long term remedial actions - Immediate short term remedial actions Proposal for immediate actions Marsa Maroc - Improvement of operating performance - Road map to reduce the container dwell times; Results

15 Two Horizons of Action Horizon 2 : After 2009 Horizon 1 : 2008 New port Infrastructure (ANP) Short term action for storage capacity extension Somaport Terminal Launching the construction of the 3 rd container terminal Operating Performance Marsa Maroc Improving Quality Of Service Immediate actions to improve the operating performance (quay, storage facilities and delivery) Road map Action taken by Marsa Maroc to decrease dwell time. Integrate long term action to improve the operating performance of Marsa Maroc HR planning, redeployment and training to enhance workforce motivation and productivity Reorganization of the port transit process (involving all stakeholders)

16 CONTENT Marsa Maroc - Background Main issues causing the port of Casablanca congestion Short and long term remedial actions - Strategic short and long term remedial actions - Immediate short term remedial actions Proposal for immediate actions Marsa Maroc - Improvement of operating performance - Road map to reduce the container dwell time Results

17 2008 OBJECTIVES Main actions of 2008 Stakeholders Main Indicators (KPI s) 1 Improving the Terminal operation performance Port Performance: Inflow - Ships waiting time - Quay productivity - Storage level Outflow - Delivery time - Number of container delivered per day 2 Setting up of the road map to decrease the container dwell time. Others Importers / exporters; Banks ; port authority Shipping agents; Freight Forwarders. Decrease of the container dwell time at the port of Casablanca

18 CONTENT Marsa Maroc - Background Main issues causing the port of Casablanca congestion Short and long term remedial actions - Strategic short and long term remedial actions - Immediate short term remedial actions Proposal for immediate actions Marsa Maroc - Improvement of operating performance - Road map to reduce the container dwell time Results

19 PERFORMANCE INDICATOR Quay side Land side Delivery The storage height level highly impacts the operating performance Main performance indicators Vessels waiting in harbor Quay productivity (number of containers moved per hour) Storage level Stacking height Truck waiting time Number of containers delivered per day

20 4 PRINCIPAL AREAS Quay side Land side Delivery A Improving the quay productivity B Storage optimization C Standardization of container truck loading D Terminal organization layout (flow)

21 A QUAY PRODUCTIVITY Performance indicator 2008 objectives Main realized actions Waiting time in harbor # days Quay and yard productivity # box/hour/ gantry 2 days -50% 1day % Less than 4h Planning of ship arrivals Preparation of the berthing and the vessel's handling process along with the shipping agent; Systematic evaluation of ship call operations; Required submittal of the export container sequence 24 hr before the ship s berthing ; Preparation of export containers before completion of import operations. Upgrading of equipment Reinforcement of equipment maintenance (gantry cranes, etc); Conformance to the maintenance schedule; Purchase of new equipment. Human Resources HR motivation program (bonus and incentives); Continuous staff international training program (crane and straddle carrier drivers).

22 B STORAGE OPTIMIZATION Performance indicator 2008 objectives Main realized actions -60% Acquisition of new equipment : 9 new straddle carriers 8 fork-lift elevators Storage level stacking height Extension of the container import storage area : Development of an additional storage area of 6 Ha (14,8 acres); - Development of two additional delivery areas; - Development of the customs control area isolated from the operation yards.

23 C Standardization of delivery Performance indicator 2008 objectives Main realized actions -50% Tripling the truck loading areas; Truck waiting time Possibility of scheduling delivery by prior appointment; Increase in handling equipment (straddle carriers, etc); Number of TC average number of containers delivered per day 42% HR performance reinforcement (national and international training, redeployment, motivation, etc); Streamlining the billing process.

24 D PORT OPERATION LAYOUT Re-engineering of the terminal Main realized actions FULL EXPORT EMPTY EXPORT FULL IMPORT TRUCK LOADING AREA CUSTOM CONTROL AREA Rationalization of flows (import, export); Marsa Maroc " unique actor in the terminal; Customs control area outside the terminal. WORKSHOP

25 KEY PERFORMANCE INDICATOR KPI s

26 CONTENT Marsa Maroc - Background Main issues causing the port of Casablanca congestion Short and long term remedial actions - Strategic short and long term remedial actions - Immediate short term remedial actions Proposal for immediate actions Marsa Maroc - Improvement of operating performance - Road map to reduce the container dwell time Results

27 Road map to reduce the dwell time Immediate actions to reduce the dwell time Further actions Marsa Maroc Further Stakeholders Informing and increasing customer awareness Establishment of a website for container tracking. Reorganization of the terminal New control areas New truck loading areas Enclosing the terminal (security, safety and performance) Incentive pricing: Encouraging customers using the port for transit (increase the free period from 5 to 8 days). Penalizing customers using the port as a storage area for their goods (higher tariffs and removal of the free charge period). qaccelerate the development of new infrastructure and superstructure in the port area of Casablanca; q Reorganizing the operating mode of the port area; q Simplification and streamlining of the controlling procedures of the port transit by the stakeholders within the supply chain. q Optimization of communication network between different stakeholders (port operators, supervisors, importers/ exporters, customers) All stakeholders Improving the port layout (flow separation, control area, etc.) Streamlining the process of control ( anticipating, outsourcing, etc) Optimization and use of IT for information flow.

28 CONTENT Marsa Maroc - Background Main issues causing the port of Casablanca congestion Short and long term remedial actions - Strategic short and long term remedial actions - Immediate short term remedial actions Proposal for immediate actions Marsa Maroc - Improvement of operating performance - Road map to reduce the container dwell times; Results

29 RESULTS OF IMPROVING QUALITY OF SERVICE Productivity Moves/Hour A Improving the quay productivity by 100% Containership Waiting Time B Reduction of ship waiting time to an average of 3h

30 RESULTS OF IMPROVING QUALITY OF SERVICE Truck Delivery Time C Reduction of the truck delivery time to an average of 30 min Full Container Storage Period D Reduction of the full container storage period to 10 days ( dwell time)

31 Certification ISO v2008 of Container Terminal in Casablanca port Certified ISO 9001-v2008 in

32 QUESTIONS? THANK YOU